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in. You think you’re at a JOCC [joint
operations command center] in Baghdad.
I mean, everybody is there and they all
hear it at once.”
That speeds decisions. “By doing it now,
in real time, we compress the timeline.”
What the cross-functional team concept
does is push “the requirements commu-
nity to take a much bigger step forward
in formalizing the relationship with our
PMs [program managers] and PEOs
from the acquisition community.”
“And what is so important about it is
that the formalizing of that relationship”
between requirements and acquisition
makes the process much more dynamic.
Historically, it’s been “ just this
mechanical process where they write
up a requirement and they send it down
the path. Now we have relationships”
on the cross-functional teams, and they
have the “responsibility to be very clear
in the definition and in the interpreta-
tion of a requirement. And [to] put the
acquisition community in the best posi-
tion possible to lead that development
process and acquire the capabilities that
we need.”
The cross-functional teams have been
making decisions, he noted.
“We’ve
made decisions right there. We’ve moved
millions of dollars, we’ve changed
requirements—everything. Last fall we
did an S&T review and we restructured
the entire S&T budget of the Army in
READY IN ALL CONDITIONS
Soldiers with the 101st Combat Aviation Brigade (CAB), 101st Airborne Division (Air
Assault) and the division’s 3rd Brigade Combat Team participate in a large-scale air
assault training exercise in January at Fort Campbell, Kentucky, designed to demonstrate
the ability to integrate land operations with air support. The Army’s new modernization
priorities echo the fundamentals of shoot, move and communicate. Key to implementing
those priorities are the cross-functional teams and the Army Futures Command. (U.S.
Army photo by Sgt. 1st Class Andrew McClure, 101st CAB)
“That iPhone in your
pocket is probably
already irrelevant.
That’s how fast it
goes. So I can’t wait
seven years to get
something locked in.”
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